By LeAnne DeFrancesco, Vice President, Vanguard Communications

This resource is the fourth in the series of the WWPR Nonprofit Communications Toolkit, a year-long series of practice guides designed specifically for small to mid-sized nonprofits working with limited staff and budgets. Each quarter focuses on a different theme, and each resource is designed to be immediately implementable without prior communications experience or expensive tools. Explore more resources at wwpr.org/nonprofit-toolkit. For questions or feedback: probono@wwpr.org.

Let’s start with the good news. 

1. You have realized you need help.
2. There is a lot of PR and communications talent in the DMV metro area.
3. You have a budget to support hiring a PR consultant. (see below for more on budgets)

Now, the reality: Help comes in many forms, and knowing where to start can be daunting.  

When you bring in an external resource to support a specific project or activity—from an event to a communications audit to a report—there are many variables to consider. Skills and expertise are likely at the top, but price, availability, and work style are also important. You want to know if your resource will meet deadlines, will take feedback, and will produce quality work. 

A few best practices will help you tease these things out and ensure you secure the right person or group for the project and possibly build a long-term relationship you can lean on again in the future.

Phase 1: Getting Started

Step 1: Explore What You Really Need

When an organization brings on a consultant, it can be easy for you or your board or staff to get excited about what you can “unload.” Some may need help with media strategy, others may need someone to draft social media content, and someone else may be thinking they can use the consultant to create a full strategic communications plan. 

Make sure you know precisely what you have funding to support and be transparent with your colleagues about what the consultant, once hired, will be doing and NOT doing. For example, you may engage the consultant to put together media lists, but not pitch stories. Or you may ask them to do a website audit for you, but not actually revise or write copy for it. 

This will help you write a scope of work that is clear, and it will help your team understand which tasks they can share with the consultant and which remain their responsibility. 

Before engaging a consultant, make sure you know:

• What problem are you trying to solve right now.
• Whether the scope is strategic (planning, messaging) or executional (writing, design, media outreach).
• What success looks like following their engagement on the project or task. What will you have in hand that you don’t have now?
• Who their point of contact will be throughout the contract, and who makes decisions about the deliverable(s) completion and quality. 

Individual consultants are often best when:

• You have a clearly defined task
• You need a specific skill (writing, media strategy, facilitation)
• You want deep engagement from one person

Small firms may be better when:

• The project touches multiple disciplines (strategy + writing + design)
• Timing is compressed, and work needs to happen in parallel
• You want a built-in backup if one person is unavailable

Step 2: Market the Task

Here, clarity and reasonableness are incredibly important. Be upfront about what you are really expecting a consultant to do, how long they will have to do it, and what you are prepared to pay for their services. 

Be specific. 

• If you need a consultant to rewrite your website, be clear about how many pages they will need to draft, the approximate length of content, any mandatories that should go into pages like subheads, or the number of hyperlinks, how many rounds of review they can expect from your team, and how the final copy should be delivered to you. Give them a style guide to learn your voice and lexicon. 

If you’re working on a crunched timeframe, say so. 

• Consultants whose availability aligns with your timeline will respond to your call for help—whether you issue a formal RFP or simply use your network to get recommendations—while those who have less flexibility will hang back. If you know that your review team takes a while to review drafts, say that, so the consultant will be prepared for a lull. That might read: “First draft of web copy is due May 1, with expected revisions due June 15.” Timelines rarely work perfectly, but even ballpark dates will give your consultant a sense of where they can slot in other work versus when they need to remain available for you. 

Communicate about your budget. 

• There’s no universal “right” budget, but you can expect an average hourly rate for a consultant (whether practicing on their own or within a firm) to be about $150–$160/hour, depending on experience. Costs for common projects, depending on scope and timeline, are in the following ranges:
  • Communications audits, media lists, or targeted writing support: $3,000–$8,000
  • Message development, campaign planning, or executive communications: $8,000–$20,000+
  • Strategic planning or messaging work is typically higher due to research, experience levels, and iterations.
  • Ongoing support or retainers are best suited for organizations with steady needs and internal capacity to manage weekly work. Could range from $2,500 to $15,000/month. 

Step 3: Review Your Candidates

They probably aren’t going to be with you forever, but you need to ensure whoever you hire for your activity is someone you can trust to do the job well, on time, and on budget. Review their resume or capability statement for the following:

Skill set: If you need someone to write a speech, and they’ve only written fact sheets and op-eds, that’s a disconnect. They may be great at speeches, but without evidence, they can do it well; you’ll be taking a risk that their drafts will need a lot of work.

Expertise area: If you need someone well-versed in health or environmental issues, that should be reflected somewhere on their resume. 

Experience depth: Depending on your task, you may need someone with 10 years of experience or just 2. Whatever the ideal number is, look for that depth in the resume.

Step 4: Have a Conversation

Reviewing resumes only gets you so far. Having a call or meeting is the best way to get at specific details you want to know about their experience and work style. You may ask questions like:

• Have you ever worked on this short of a timeframe?
• What is your research process like?
• When might you be available for a call throughout the day?
• What has been a challenging project for you, and why did it not go well?
• How do you typically handle feedback or changes in direction mid-project?
• What do you need to succeed on this task?

Even though you aren’t hiring a consultant to be an employee at your organization, you are making an investment of time and money, and it’s fair to be thorough about what you’re getting in return.

Step 5: Ask for References

Here’s where you can get into the consultant’s soft skills. Did they respond quickly to emails and calls? Were they open to feedback, and did they execute revisions thoughtfully? Were they easy to collaborate with?

They may have a stellar resume and be great in an interview, but you’ll want to know the experiences of those who have relied on them before you make a decision.

Step 6: Set Up the Contract

Your organization probably already has a contract it likes to use for outsourcing work, but if there are any details that should be specific to your project, make sure they are included. For example, if you are contracting out for graphic design support:

• Include a line about how the artwork your consultant supplies should be 100% original and free from any claims of copyright. 
• Note that all final native files should be transferred to you upon completion of the project.
• Be clear about the maximum expenses the consultant may incur (e.g., Shutterstock images) and charge to you.
• Establish the number of rounds of review because these represent time invested by the consultant and if not explicitly stated, you might receive pushback. Particularly on creative work, revisions are unavoidable and need to be factored in.
• Add confidentiality and/or no marketing clauses, if it is needed to protect the sensitivity of the work.

The scope of work, the timeline, and the budget must be explicitly called out in this document. Make sure the scope is crystal clear and that any work must be cleared by you or the lead in your organization, so you don’t end up paying for scope creep by well-meaning staff or consultants with additive ideas. It is binding, so be sure all the details click. Avoid words like “may” and “could.” These are subjective and will be difficult to enforce if the consultant falls short in any area. Use definitive words like “will” that set out the expectation clearly and leave no room for interpretation, including mapping deadlines for each task.

Many consultants work on a project-by-project basis, while others prefer an hourly rate. If your organization has a specific way they like to pay for services, put that in the contract.

Ask your consultant to review the contract and sign it, and then sign on your end. Make sure all parties have a copy of the fully executed contract so that everyone is working from the same piece of paper.

Phase 2: Working Together

Developing a positive relationship with a consultant requires you to play a role as well. Remember, they have networks too, and if you are difficult to work with, word will spread, making it harder to contract with a strong consultant in the future. 

Step 1: Be a Good Partner

Start off on the right foot by introducing your consultant to your team and discussing what they will be doing and who their point of contact is. This “kick-off call” should be included in the scope of work and budget. It’s a best practice for the consultant to have one person from whom they should receive assignments and communication. 

Frame the consultant’s support as a way to help your organization reach its goals and, if applicable, take some pressure off overloaded staff. 

Consultants have lives, too. They likely are juggling several projects in addition to yours and just because they are tied up when you want to meet or don’t respond to an email within 10 minutes doesn’t mean they are checked out. Be patient and gracious and assume the best. If their response time starts to become an issue, raise it with them. Work styles can vary greatly and if you need more touchpoints with them, it’s OK to say so. It’s in their best interest to meet your expectations.

Step 2: Be Fair on Deadlines

Just because they are working for you doesn’t mean that they can operate at warp speed. They may be able to fast-track your project based on what else they are working on but be collaborative on that point instead of prescriptive. Or, be very transparent if you have an immovable deadline. Ask yourself: What would you negotiate for yourself for that deliverable?

This relationship is a two-way street. Ensure that your team is fair regarding your own deadlines throughout the process. Be as responsive to the consultant’s inquiries and deadlines. If your work is delayed, you are also delaying the consultant’s performance, and project timelines may be affected.

Step 3: Trust Their Expertise

If you have hired a consultant, something in their experience told you it was a good match. Listen to what they have to say and have a dialogue about ideas and recommendations. Even if what they propose won’t work for your organization, there is value in getting different perspectives. Be respectful of what they are bringing to the table.

Same with written content. Even if their first draft of content doesn’t match what you are looking for, take a moment to provide specific feedback on why it doesn’t work. Statements like “I just don’t like this” or “My boss will never go for this” don’t provide action steps on how to make it better next time. Good feedback sounds like:

• “This is a little too playful for our brand.”
• “We need punchier statements in fewer words.”
• “We have to reference the Annual Meeting in every social post.”

Step 4: Create a Relationship 

You want a framework in which the consultant is an extension of your team. Think about what they are tasked to do and set up systems to help them succeed. For example:

• Should they be in any team meetings, even if just a fly on the wall to hear conversations and strategies?
• Should they be on specific emails about an issue?
• Do they need additional context about something they are working on that would help them do their job better? 

Important Things to Consider 

1. Be wary of a consultant’s budget or rate that seems too good to be true. 

Right now, many communicators are discounting their work to bring work in the door. That’s great, but it might not last. If a fee seems way below market value, ask why and how long it will remain valid.

2. Ask for samples: plans, writing assignments, even email communications 

If a potential consultant can’t or won’t supply that, ask why. Tell them it’s OK to redact information for confidentiality if that is a barrier. But it’s fair for you to explore how they think and communicate. 

3. Probe into their use of AI. We’re all using AI tools in different ways. 

You want to be sure that what you are “buying” is real expertise and not just a savvy AI prompter. There’s nothing wrong with using AI, but make sure their approach aligns with your organization’s expectations around originality, confidentiality, and quality control.

4. Assess their approach to inclusive language

If a potential consultant speaks only in broad generalities about “target audiences” without demonstrating a nuanced understanding of the communities you serve, that’s worth a closer look. Ask how they tailor messaging for different identity communities and how they ensure language is respectful, accessible, and inclusive. 

Clarity and Partnership

You don’t need to have everything figured out to hire a consultant, but you do need clarity, honesty, and a willingness to partner. When those things are in place, outside expertise can move your mission forward faster and more thoughtfully than doing everything in-house ever could.

About the Author: LeAnne DeFrancesco is a Vice President at Vanguard Communications, a Washington, DC–based public relations and social marketing firm serving mission-driven organizations. She leads the firm’s editorial and design practice and brings more than 25 years of experience helping clients develop clear messaging and dynamic creative portfolios. She is a member of Washington Women in PR and supports WWPR’s Pro Bono Committee and initiatives.

By Kimaya Dixit, Senior Social Impact Strategist, UVA MBA  Candidate ‘27

If you run communications for a small nonprofit, you’re probably making decisions on instinct. You post when you have news, send an email when you remember, and mean to update the website. Over time, the result is a patchwork: some channels are active, some are dormant, and none work together.

The fix isn’t a bigger strategy. It’s an honest look at what you’re actually doing right now, not what you used to do or plan to do, but what exists today and whether it’s working.

The following Communications Audit Toolkit walks you through four core areas—website, social media, email, and media presence—in about 30 minutes. You’ll finish with a clear picture of where you stand and exactly what to fix first.

Scroll down to explore the full guide or download a PDF version below.

Why Bother With an Audit?

Most small organizations communicate on instinct. You post when you have news, send an email when you remember, and update the website when something changes. That’s not a criticism—it’s just reality when you’re a small team wearing a lot of hats.

The problem is that over time, without stepping back to look at the full picture, things get patchy. Your Instagram is active, but your website is two years out of date. You have an email list you haven’t touched in six months. You’re putting energy into channels that might not be reaching the people you actually need to reach.

A communications audit doesn’t have to be a big project. It just means taking an honest look at what you’re doing, how it’s working, and where your time would be better spent.

After completing this checklist, you’ll have:

• A clear snapshot of what you’re doing well and what’s slipping
• A score that tells you honestly where you stand: Foundation, Building, or Strong
• Specific actions to focus on first, so you’re not trying to fix everything at once
• A baseline you can come back to in 90 days to track your progress

How to Use This Checklist

1. Set aside 30 minutes. That’s genuinely all this takes. Put your phone down, open your website, social accounts, and email platform, and work through each section with them in front of you.

2. Answer honestly. Check the box only if you can say yes right now, not ‘we used to’ or ‘we’re planning to.’ The value is in the honest picture, not a flattering one.

3. Read each tip. Each section has a tip for how to actually gather the information. These make it real.

4. Tally and act. Count your checkmarks, find your score, and use the action priorities to decide what to tackle first. Pick one thing. Write it down. Do it.

A note before you start: No small organization has all boxes checked. The point isn’t perfection, it’s clarity. Even if you finish this and realize you’re starting from scratch in two of the four areas, that’s useful. You now know where to focus.

Self Assessment Checklist

What are you actually doing right now? Work through each section honestly. No judgment, just a clear picture.

Your Website

☐  Can someone find your mission or ‘what you do’ in under 10 seconds, without clicking anything?Try it right now. Open your homepage and time yourself.
☐  Is your contact information easy to find from any page?
☐  Does your site clearly show who you serve and why they should care?
☐  Is there a way for visitors to take the next step? (donate, sign up, get in touch)
☐  Has your site been updated in the last 3 months?

TIP: Hand your phone to someone who has never seen your site. Ask them to find: (1) what you do, (2) who you serve, (3) how to contact you, (4) your most recent news, and (5) how to support you. Don’t help them. Just watch and take notes.

Your Social Media

☐  Do you know which platform actually reaches your audience? (Not which one you prefer.)
☐  Do your last 5 posts reflect what you want to be known for?     Read them as if you’re a stranger. What impression do you get?
☐  Do you know who is actually engaging with you?     Check your followers/insights—age, location, what they respond to.
☐  Are you posting at least twice a week on your primary channel?
☐  Do you have a consistent visual look—colors, fonts, or photo style?

TIP: Go to your most active social account and click ‘Insights’ or ‘Analytics.’ Look at who engages with you. Is that your actual audience? If not, your content may be reaching the wrong people.

Your Emails

☐  Do you have an email list of people who want to hear from you?
☐  Do you know how many people are on it and how it’s organized?
☐  Have you sent an email to your list in the last 60 days?     

If it’s been longer, people may have forgotten who you are.
☐  Do your emails have a clear purpose and a single call to action?
☐  Do you track open rates or click rates, even roughly?

TIP: Pull up your last email. Read the subject line. Would you open it? Now check the open rate. A typical small org average is 25–30%. Below 20% usually means the subject line or send frequency needs work.

Your Media & PR

☐  Have you had a media mention (article, interview, podcast) in the last 6 months?
☐  Do you have at least 2–3 journalists or producers you could contact directly?
☐  Do you have a current one-paragraph description of your org ready to send?     

Often called a ‘boilerplate’, can you paste it right now without writing it fresh?
☐  Do you have a spokesperson who is comfortable and prepared to talk to the media?
☐  Do you have a story to tell right now—something timely, local, or human?

TIP: Google your organization’s name right now. What comes up? Are the results current? Do they say what you want them to say? This is roughly what a journalist sees when deciding whether to cover you.

How to Score

Count your checkmarks across all four sections (20 total possible).

0–8 ✓ FOUNDATION: You have the basics in some areas, but key gaps across the board. That’s normal, and most organizations start here. Focus on one channel at a time rather than trying to fix everything at once.
9–15 ✓ BUILDING: You have real presence and some systems working. The goal now is consistency and connecting the dots between your channels so they reinforce each other.
16–20 ✓ STRONG: Your communications infrastructure is solid. Focus on refining, measuring, and going deeper—not adding more channels for the sake of it.

What to Fix First (When You Can’t Fix Everything)

You don’t need to be everywhere and do everything well at once. Use your score to decide where to focus your limited time and energy.

Action Priorities by Score

0–8 FOUNDATION 

Start with your website. Make sure your mission is visible on the homepage, and your contact info is easy to find. Pick ONE social platform and commit to showing up there twice a week. Don’t try to be everywhere. If you have any email list at all, send one email this month. Even a short one. Silence costs you more than imperfection. Hold off on media outreach until the basics are in place.

9–15 BUILDING 

Audit your social content: do your last 10 posts tell a coherent story? Write down 3 messages you want to be known for and test them. Clean and organize your email list—even a simple split (e.g., donors vs. volunteers) will improve your results. Identify one journalist or local media outlet to build a real relationship with. Send them something useful, not a press release. Check that all your channels say the same thing about who you are.

16–20 STRONG 

Start measuring. Pick 2–3 metrics that matter to your goals and track them monthly. Build a simple editorial calendar—even a one-page spreadsheet. Planning ahead beats reactive posting. Develop a media list and a pitch strategy. You have the foundation to get coverage now—go after it. Think about what’s next: a newsletter upgrade, a new audience segment, a campaign.

The One Rule

Do fewer things better. A single well-maintained channel that actually reaches your audience is worth more than five inconsistent ones. Pick your strongest channel, make it excellent, and only add more when you can sustain what you already have.

Quick Reference: What Each Channel is For

Website

Best for: Building credibility, being found via search, housing your full story
Weakest at: Real-time updates, conversation
One thing to check: Can a stranger find your mission in 10 seconds?

Social Media

Best for: Visibility, community, reaching new audiences
Weakest at: Control—algorithms decide your reach
One thing to check: Do your last 5 posts reflect what you want to be known for?

Email

Best for: Staying top-of-mind with people who already know you, driving action
Weakest at: Finding new audiences
One thing to check: When did you last email your list?

Media / PR

Best for: Credibility, reaching audiences you can’t reach yourself
Weakest at: Speed and control
One thing to check: Do you have one real relationship with a journalist right now?

Your Next Three Steps

1.   Write down your score and the section where you had the fewest checkmarks.
2.   Choose ONE action from the priorities table above. Just one. Put it on your calendar this week.
3.   Come back to this checklist in 90 days and compare your scores.

This resource is part of the 2026 WWPR Nonprofit Communications Toolkit. Free for nonprofit use. For questions or feedback: probono@wwpr.org.

About the author: Kimaya Dixitis a strategy and communications executive who helps organizations align purpose with business strategy and execution. She has led high-impact work across global health, Fortune 50 companies, and major nonprofits — building brands, shaping narratives, and driving decisions when the stakes are high.